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EXPERT SPEAK
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Leading Learners #2 | Renewing Roles

By Prof. Satish Jayaram, PhD – Ideator | Innovator | Incubator

y last column Leading Learners #1, outlined leadership to deliver content by assimilating
transitions required to enhance skill levels. This continuing contemporary knowledge and practice
Mcolumn focuses on leadership-role renewal, by distinguishing creatively, allows these leaders to
the multiple hats one needs to don, depending on relative task optimize and orchestrate with getting
complexity in the skill development process. While equitable attention into the minutiae of execution.
is required across all areas of accountability, the limitations of relying on Innovative alignment of synergies to
only one approach warrants debate. Developing the right skills requires a instil cross-functional skills is key.
judicious alternation between big picture vision and small picture detail. 3. The Activator: Practitioners
This is directly affected by myopic perspectives of facilitators involved in make excellent subject delivery
skilling transfer. The engagement of multiple roles by accommodating specialists having experienced the
varying perspectives during the accomplishment of skilling outcomes gaps between skilling norms and practices in the industry. Participative
is the point under consideration. Facilitators need to expand their initiatives with real-world industry partners and specialists will ensure
leadership perspective and renew staid roles. This achieves a 360-degree that gaps can be addressed in execution. Such subject leaders must
view by enriching the planning and execution process, deploying all effectively energize content sources and practice sessions. Their efficiency
leadership resources at their disposal for skilling. stems from consigning relevant standards in contemporary course
The extent to which focus needs to be on big picture strategy versus documentation.
small picture execution depends on specific roles being essayed by 4. The Navigator: During training phases industry skilling
subject matter experts. Outcomes desired remain a well-rounded end facilitators have onerous responsibility to guide disparate personalities
result, while the approach to achieve this, requires expectation clarity and batches towards operational standards. Exploring individual
from each role. This avoids duplication to bring enrichment in the way potential and assigning mentees in a participative environment to
modules are planned and executed for impact. Whether at module leverage their strengths matters. Since these leaders are repositories of
development/design stage, module execution/delivery stage or even changing practice, their efficiency in ingraining standards within training
module assessment/examination stage, facilitators need to meet the cohorts remains crucial as learners become professionals.
exacting expectations of multiple stakeholders. The ultimate report card The active participation of multiple leaders throughout the course
is derived from fitness of purpose, on the level to which the desired planning, execution, examination and evaluation process will achieve
impact was achieved. Administrators, directors, principals, faculty better outcomes. Multiple stakeholder expectations like industry-ready
members must therefore renew their cross functional roles, to enhance skills, engaging learning and skilling mechanisms, real-world interface
with the dynamic world of practice with a
joint evaluation of outcomes remains palpable.
Incorporation of cross functional teams
between academia, industry and enterprise
will ensure that the skilling value delivered
to future leaders meets the desired, exacting
standards. An ensuing challenge will remain
the scaled-up delivery from evolved, adopted
contemporary models to consistently deliver
skilled talents. This consistent adoption of
standardized sources of knowledge, accredited,
validated skilling credits and relevant exposure
in industry will complete all-round skilling
efficacy expected from future cohorts.
Challenges arise on account of a lack
of structured leadership of learning/skilling
perspective on aligning skilling outcomes from modules. solutions across outlined role types indicated above. A seamless network
1. The Advisor: Experience/wisdom directs advisors to focus on of learning facilitators across boundaries, committed to developing
cause-effect approaches. They are able to outline high-level requirements the skill sets required for the future of work through comprehensive
and deficits. This role in the module planning or drawing board stage course design can deliver desired results. This incorporation of academic
remains crucial. Their effectiveness stems from the ability to reflect knowledge, robust skilling efficiencies and effectiveness of building
on the problem domain and tabulate results. Their efficiency can be skilled future cohorts requires role renewal. As often expounded, if one
deployed by mentoring course planners in designing benchmark continues to do what one always did, one will continue to experience
outcomes that recognize external/internal factors. the same outcomes as one formerly did…And so the time for change is
2. The Coordinator: Directing individual subject leaders to explore ticking! n
repetitiveness in learning outcomes by re-connecting the internal dots The views expressed within this column are the opinion of the
effectively is the greater role expectation. Exploring better methods author, and may not necessarily be endorsed by the publication.

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